National Travel Tourism Strategy

&
National Travel
Tourism Strategy
Table of Contents
Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2
I. Promoting the United States as a Travel Destination . . . . . . . . . . . 7
II. Facilitating Travel To and Within the United States . . . . . . . . . . . 12
III. Ensuring Diverse, Inclusive, and Accessible Tourism Experiences . . . . 18
IV. Fostering Resilient and Sustainable Travel and Tourism . . . . . . . . . 27
Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 37
Appendix: Summary of Goals and Strategies . . . . . . . . . . . . . . . . 38
1 | 2 0 2 2 N at i o n a l T r av e l a n d T o u r i s m S t r at e g y
Introduction
Few industries were hit as hard by the pandemic as

travel and tourism, and its resurgence is essential to a
robust and enduring economic recovery. As we rebuild
the United States’ travel and tourism sector, we have an
opportunity not only to strengthen our nation’s global
competitiveness, but also to create a more equitable, more
resilient, and more sustainable industry. That is what the
National Travel and Tourism Strategy sets out to achieve.
From renowned urban centers to emerging wilderness and recreation hubs,

supporting the United States’ travel and tourism sector takes cooperation across
the federal government and meaningful engagement with the private sector.
By implementing this strategy, the Biden-Harris Administration is ensuring that
the travel and tourism sector will come back stronger than ever by creating jobs
and fostering growth in communities across the country for years to come.
Gina M. Raimondo
Secretary of Commerce
INTRODUCTION
T
ravel and tourism is a critical driver of economic growth and employment in the United
States and integral to the United States’ unmatched cultural reach.1 Supporting some
9.5 million American jobs through $1.9 trillion of economic activity, travel and tourism is
an engine of prosperity and opportunity in communities across the country – from the bright
lights and bustling streets of the nation’s iconic cities to the placid wonder of its national
parks to the dynamism and depth of its emerging destinations.2
Whether touring for pleasure, visiting friends

and family, or conducting business, millions visit
the United States, its territories, and the District
2022 National Travel
of Columbia each year drawn by the promise of and Tourism Strategy
unrivaled destinations and experiences. Whether
exploring natural wonders, discovering the United
States’ cultural heritage, or immersing themselves ● Focuses federal efforts to
support travel and tourism
in what makes this nation unique, these visitors
in the United States.
bring an immense economic benefit to the United
States. Approximately 1 in every 20 jobs in the ● Establishes a five-year goal
United States relies directly or indirectly on of attracting 90 million
travel and tourism.3 These jobs can be found in visitors, who will spend
industries such as accommodations, food services, $279 billion annually.
arts, entertainment, recreation, attractions,
● Envisions private and public
transportation, and education. But travel and
sectors working together
tourism is so much more than the United States’
to increase the volume
top services export. What visitors take home with
and value of tourism.
them when they leave is just as important as the
jobs and growth their visits create.
The United States has long been a top destination for global travel and tourism. In 2019,
before the COVID-19 pandemic, 79.4 million international visitors came to the United States
and contributed $239.4 billion to the U.S. economy, making the United States the global
leader in revenue from international travel and tourism. As the top services export for the
United States that year, travel and tourism generated a $53.4 billion trade surplus.
1
The United States as used in this document includes all 50 states, U.S. territories, and the District of Columbia.
2
Using 2019 data as a pre-COVID-19 pandemic baseline.
3
Bureau of Economic Analysis (BEA), “U.S. Travel and Tourism Satellite Account for 1999-2020,” Survey of Current
Business, February 2022.
INTRODUCTION
The travel and tourism industry, however, was one of the hardest hit sectors by the COVID-19
pandemic and subsequent health and travel restrictions. As a result, travel exports decreased
nearly 65 percent from 2019 to 2020.4 The decline in travel and tourism contributed heavily to
unemployment. Leisure and hospitality lost 8.2 million jobs between February and April 2020
alone, accounting for 37.3 percent of the decline in overall nonfarm employment during
this period.
U.S. International Arrivals

90
80
70
Arrivals (millions)
60
50
40
30
20
10
0
2000 2004 2008 2012 2016 2020 2021
Source: U.S. Department of Commerce/International Trade Administration/Industry & Analysis/
National Travel and Tourism Office
The Biden-Harris Administration has taken important steps to support travel and tourism,
as well as the families and communities that rely on the industry. By 2021, the rollout of
vaccines and lifting of international and domestic restrictions allowed travel and tourism to
begin its recovery. International arrivals to the United States grew to 22.1 million in 2021,
up from 19.2 million in 2020. Spending by international visitors also grew, reaching $81 billion
or 34 percent of the total in 2019.5
Total Travel and Tourism-Related Exports

(millions USD)
$300,000
$250,000
$200,000
$150,000
$100,000
$50,000
$0
2000 2004 2008 2012 2016 2020 2021(p)
Source: U.S. Department of CommerceInternational Trade Administration/Industry & Analysis/
National Travel and Tourism Office
4
International Trade Administration (ITA) National Travel and Tourism Office from BEA data, “Annual Visitor
Spending 1960-2021,” April 2022, available at https://www.trade.gov/travel-and-tourism-research.
5
BEA, “U.S. International Transactions, Fourth Quarter and Year 2021,” March 2022, available at https://www.bea.gov/
sites/default/files/2022-03/trans421.pdf.
INTRODUCTION
The industry’s nascent recovery is encouraging, but it is just the start. The federal government
must do more to support the resurgence of travel and tourism to ensure the industry rebuilds
to be more resilient, sustainable, and equitable, and to ensure the economic benefits of travel
and tourism reach communities of all sizes and locations across the United States. The Strategy
establishes an overarching goal of increasing American jobs by attracting and welcoming
90 million international visitors, who we estimate will spend $279 billion annually by 2027.6
The Strategy focuses U.S. government efforts to promote our nation as a premier destination
grounded in the breadth and diversity of its communities, and to foster a travel and tourism
sector that drives economic growth, creates good jobs, and bolsters conservation and
sustainability. Drawing on engagement and capabilities from across the federal government,
the Strategy aims to increase not only the volume but also the value of tourism.
In addition to increasing international visitation and spending, the Strategy advances other
priorities for the travel and tourism sector, from investing in technology to reducing emissions
and fostering an ethos of conservation across the industry, including in transportation
infrastructure and traveler behavior. The Strategy also applies a holistic approach to tourism
development, including incorporating sustainability- and community-based development
and management strategies. This approach seeks to foster growth while addressing the
challenges that accompany it, including limited destination carrying capacity and the impact
on the United States’ natural and cultural resources.
The Strategy is divided into four pillars, each with its own goal:
I. Promoting the United States as a Travel Destination

Goal: Leverage existing programs and assets to promote the United States to international
visitors and broaden marketing efforts to encourage visitation to underserved communities.
II. Facilitating Travel To and Within the United States

Goal: Reduce barriers to trade in travel services and make it safer and more efficient for
visitors to enter and travel within the United States.
III. Ensuring
This goal was recommended
6
by the U.S.Diverse,
Travel and Inclusive,
Tourism Advisory and Accessible
Board in a November 5, 2021, letter to
Secretary Raimondo III.
(available at https://www.trade.gov/sites/default/files/2021-12/TTAB%20National%20Goal%20
Ensuring Diverse, Inclusive, and Accessible
Tourism Experiences
Letter_%20Nov%205.pdf) and adopted by the Tourism Policy Council on March 3, 2022.
Tourism Experiences
INTRODUCTION
III. Ensuring Diverse, Inclusive, and Accessible

Tourism Experiences
Goal: Extend theIII.benefits

Ensuring Diverse,
of travel Inclusive,
and tourism and Accessible
by supporting the development of diverse
Tourism
tourism products, focusingExperiences
on underserved communities and populations. Address the
financial and workplace needs of travel and tourism businesses, supporting destination
communities as they expand their tourism economies. Deliver world-class experiences and
customer service on federal lands and waters that showcase U.S. assets while protecting
IV. Fostering Resilient and Sustainable Travel
them for future generations.
and Tourism
IV. Fostering Resilient and Sustainable Travel

and Tourism
Goal: Reduce travel and tourism’s contributions to climate change and build a travel and
tourism sector that is resilient to natural disasters, public health threats, and the impacts
of climate change. Build a sustainable sector that integrates protecting natural resources,
supporting the tourism economy, and ensuring equitable development.
To achieve these goals, federal agencies must continue to make travel and tourism a priority
and work closely with the private sector. Together we will advance economic opportunity
and job creation in the travel and tourism industry.
I. Promoting the United States
as a Travel Destination
Goal: Leverage existing programs and assets to promote the United States to
international visitors and broaden marketing efforts to encourage visitation to
underserved communities.
T
o accelerate the recovery of the travel and tourism sector and restore U.S. competitiveness
globally, the United States will undertake a robust effort to promote travel and tourism
to the United States. Building on cooperation with the private sector and throughout
the U.S. government, this effort will rely on delivering coordinated and consistent messaging
to target audiences through innovative platforms and new technologies.
The constantly evolving public health environment during the COVID-19 pandemic underscored
the challenges of developing and communicating consistent health and travel requirements
for visitors. The pandemic likewise accelerated progress toward contactless travel, which the
U.S. government actively supports. Such technological innovations can help promote the
United States as a safe, welcoming, and accessible destination.
COVID-19 also increased demand for travel to outdoor, less-populated spaces, making the
United States’ recreational assets particularly attractive. However, this increased popularity also
raised the risk of over-use and put pressure on gateway communities and destinations, many of
I. PROMOTING THE UNITED STATES AS A TRAVEL DESTINATION
which have struggled to effectively manage the

surge of visitors. To counteract these pressures,
the Strategy supports travel promotion focused
on sustainable and responsible travel. One
recent example is the Recreate Responsibly
Coalition and Campaign, launched in May 2020
and comprised of more than 1,000 businesses,
government agencies, and nonprofit entities.
By supporting such campaigns, the Strategy
aims to ensure that future generations can
enjoy the same natural beauty and wild places
that attract so many visitors and keep them
coming back.
The diversity of the United States is also

U.S. Commercial Service a significant asset for attracting tourists,
Promotes Rich and Diverse but it can be a challenge to effectively
communicate so many disparate opportunities
Culture through Social Media with a unified voice. Improving collaboration
among key governmental and industry
stakeholders will better showcase the diverse
To promote the United States as a travel destination,
the U.S. Commercial Service (USCS) launched a social experiences available to visitors. For example,
media campaign focused on “special recognition Recreation.gov is a great source for trip-
months” that feature unique U.S. destinations. planning and reservations for thousands of
Partnering with organizations that represent the federal land and water destinations, but it
equities of those destinations, the USCS leverages cannot include all the travel and tourism
their content to distribute through the social experiences in the United States. To support
media platforms of America’s global embassy the breadth of the U.S. travel experience, the
network. This effort helps to showcase the beauty, U.S. government will partner with state, local,
richness, and diversity of travel destinations and tribal governments as well as the private
across the United States, including in historically sector to communicate more effectively the
underrepresented and rural communities. This
depth of authentic American experiences
helps U.S. organizations connect with worldwide
available to visitors.7 This effort will include
audiences that might otherwise be difficult to reach.
more frequent and concrete public engagement
Initiated in 2021, this campaign has included Native
on tourism opportunities and priorities. It
American Heritage Month; Black History Month;
April Outdoors Month (featuring federally managed also will incorporate perspectives from locally
lands and waters), and Pride Month. affected communities, as well as links to
existing websites and promotional efforts.
For the purposes of this Strategy, “tribal” refers to American Indian or Alaska Native, and Native Hawaiian or
7
Other Pacific Islander equities.
The role of the U.S. government is not to promote an exhaustive inventory of assets, but
rather to work with state, local, and tribal governments and the private sector to support
collaborative marketing, and share opportunities to showcase products and attract visitors.
U.S. marketing to international visitors is led by the Corporation for Travel Promotion, doing
business as Brand USA. Brand USA and destination management organizations promote the
cultural diversity of the United States by offering unique and authentic products relating to
foodways, music, and heritage. These tourism products celebrate the United States’ multiple
and interwoven cultural identities and histories and attract visitors interested in deepening
their understanding about the communities they visit.
STRATEGY 1: Streamline the communication of U.S. travel policy to create a safer,

more accessible, and welcoming experience for visitors.
Identified Actions
a Coordinate with relevant federal agencies, Brand USA, and the private sector, including
trade groups and media where appropriate, to uniformly communicate changes in health
and safety requirements.
b Inform and share messaging with travel, tourism, and outdoor recreation industry
associations.
c Improve U.S. government coordination by developing plans at U.S. embassies and

consulates that support the growth of travel and tourism from international markets.
d Increase relevant U.S. government participation in travel fora and events and coordinate
messaging.
e Communicate advances and innovations in secure, seamless, and contactless travel to

the travel and tourism industry and the public.
f Facilitate travel opportunities for people with disabilities.
g Communicate changes in visitor access to U.S. tourism sites to facilitate travel planning.
h Increase communication through digital media, including social media and the internet.
i Encourage outreach to students and other long-term travelers who may have different
requirements than leisure travelers.
STRATEGY 2: Effectively promote the diversity of the United States, including the
depth of authentic American experiences, by engaging relevant communities and
working with state, local, and tribal governments and the private sector to support
marketing programs in collaboration with underserved communities.
Identified Actions
a Extend outreach to diverse communities, including efforts to ensure that messaging and
imagery connect with audiences of all abilities and backgrounds so everyone can see
themselves enjoying federal lands and waters and feel welcome and safe there.
b Expand U.S. government collaboration with the domestic travel trade to supplement
existing promotional efforts at the state, local, and tribal levels.
Small Business Administration

Offers Support for Tourism
Businesses
The State Trade Expansion Program (STEP) from the

Small Business Administration (SBA) provides funding
through awards to U.S. states and territories that
assists small businesses with export development and
expansion into international markets. STEP could
help tourism-related small businesses access funding
to design international marketing products and
campaigns; find foreign buyers, including through
Department of Commerce’s Commercial Service
programs; or adapt their website to attract foreign
clients. Additionally, SBA launched the Community
Navigators Pilot Program to amplify and promote
equity for all SBA programs, including STEP. The
Community Navigator Pilot Program is an American
Rescue Plan Act initiative designed to reduce barriers
that underrepresented and underserved entrepreneurs
often face in accessing the programs they need to
recover, grow, or start their businesses.
STRATEGY 3: Promote responsible and sustainable tourism.
Identified Actions
a Leverage Brand USA and other private sector outreach to shape messaging that promotes
sustainable tourism practices.
b Incorporate responsible travel messaging on federal agencies’ websites.
c Encourage dialogue with state, local, and tribal destination management organizations
and state and local outdoor recreation offices on sustainable travel messaging.
d Leverage geo-tourism and other programs of the federal land management agencies,
such as Tread Lightly! and Leave No Trace, which are centerpieces of natural resource
protection and sustainability in the federal government.
STRATEGY 4: Leverage large-scale events, such as the 2026 FIFA World Cup, EXPO
2027 (if awarded to the United States) and the 2028 Olympics in Los Angeles, as
well as other milestones such as solar eclipses in 2023 and 2024, to promote the
United States as a travel destination.
Identified Actions
a Tie marketing of U.S. travel and tourism to large-scale events around the world,
(e.g., EXPO 2027).
b Collaborate with the private sector to add travel and tourism marketing to U.S.-hosted
international events (e.g., the 2026 FIFA World Cup).
c Collaborate with state, local, and tribal efforts to bid for large-scale international events.
d Collaborate on international marketing efforts with professional sports leagues to the

extent consistent with constraints on unofficial endorsements.
II. Facilitating Travel To and
Within the United States
Goal: Reduce barriers to trade in travel services and make it safer and more efficient
for visitors to enter and travel within the United States.
A
s the travel and tourism industry recovers and the United States welcomes back
international visitors, there is an opportunity to further modernize the traveler
experience, improve U.S. travel infrastructure, and position the United States to meet
increasing demand. The federal government can positively affect the traveler experience –
especially for air travel – well beyond areas the federal government directly controls or
administers. Efforts by the U.S. Department of State (State) and the U.S. Department of
Homeland Security (DHS) – primarily U.S. Customs and Border Protection (CBP) and the
Transportation Security Administration (TSA) – to innovate and modernize their equipment
and processes will collectively deliver increased efficiency for travelers that far exceeds what
could be accomplished by any individual initiative. Establishing cross-cutting programs that
integrate and standardize federal government and private sector interactions with travelers
throughout their trips will ensure faster, more secure, and more enjoyable travel experiences
and help develop a best-in-class U.S. travel system.
II. FACILITATING TRAVEL TO AND WITHIN THE UNITED STATES
The 2012 National Travel and Tourism Strategy and the 2014 Presidential Memorandum,
Establishing a National Goal and Developing Airport Specific Action Plans to Enhance the Entry
Process for International Travelers to the United States, provided relevant recommendations
for improvement in these areas. Given the pace of technological change in the last decade,
new opportunities have emerged to facilitate travel and improve the traveler experience while
maintaining and enhancing fulfillment of the federal government’s national security mission.
Developing a best-in-class U.S. travel system requires strategic investment and time to
implement. The federal government and private sector must continue collaborating and
investing in new ways of doing business, improving infrastructure, and maximizing the use
of personnel and other resources, all of which will provide considerable benefits over time.
One area of rapid change and opportunity is documentation. Travelers are accustomed
to providing physical documents – such as a passport or driver’s license – to verify their
identity and eligibility to travel. Over time, governments have invested in enhanced
security features and enforcement to counter fraudulent
documentation. These types of documents are now
undergoing a more fundamental shift, from physical
to digital. The International Civil Aviation Organization
(ICAO) is developing specifications for a digital travel
credential, such as a virtual passport. Similarly, some U.S.
states issue virtual mobile driver’s licenses (mDLs) that can
be stored on a smartphone. Relatedly, TSA is developing
an mDL reader that will be integrated into the existing
Credential Authentication Technology machines at TSA
airport security checkpoints. These changes will have
enormous implications for governments and the private
sector and provide new opportunities for travelers.
In the last few years, particularly since the COVID-19 pandemic began, many businesses have
made significant investments in remote processing. Instead of waiting in line to place a coffee
or food order, customers can order through a mobile application for pickup immediately upon
their arrival at the vendor’s location. Ultimately, this application benefits both the vendor
and the customer, reducing crowds and allowing the business to use staff and resources more
effectively. This same concept could increase efficiencies in government services.
The United States also benefits from many international fora and relationships, including
bilateral and multilateral frameworks, that assist federal entities in building evidence-based
innovations and solutions. While the pandemic impeded new international efforts, strength-
ening cooperation is a priority moving forward, especially as the United States continues to
manage COVID-19 and contemplate future crisis response. Likewise, the federal government
should also seek to expand collaboration with the private sector, particularly where there
are overlapping interests and complementary capabilities.
STRATEGY 1: Use improvements and new developments in technology to position

the United States as a leader in verifying traveler identities.
Identified Actions
a Ensure federal agencies can produce, accept, and use digital documentation likely to be
encountered as the ICAO guidelines are finalized.
● State should be prepared to pilot issuance and acceptance of digital travel credentials
when the ICAO guidelines are finalized and to accept digital travel credentials for
routine operations.
● DHS should prepare its traveler systems to accept such digital travel credentials.
● State and DHS should explore technologies to facilitate identity verification of

travelers and streamline screening, including the use of mDLs and other digital identity
documents, as well as biometric and facial comparison technology. For example, CBP
uses facial comparison technology to verify travelers’ identities, and TSA is piloting
the acceptance of digital identity documents at TSA checkpoints. This exploration of
possible technologies should include the protection of privacy rights, civil rights, and
civil liberties.
b Explore technologies that allow travelers to use mDLs and other identity documents.
c Incorporate touchless technology.
● Incorporate touchless technology into DHS trusted traveler programs and State
passport and visa processes.
● Collaborate with airlines and airports to implement a traveler experience in which a

person can choose to allow use of facial biometrics in identity verification processes
at air carrier check-in, TSA checkpoints, aircraft boarding gates, and CBP entry and
exit points. (Facial recognition biometrics means travelers are not touching a device
to be verified, but rather are having a photo taken instead, or preloading photos in
advance so the traveler does not have to hand over physical documents to be identified.)
d Pursue the use of foil-less visas for digital visa processing that provide for verification
of the traveler’s identity.
e State should explore the direct capture of photographs for passports and visas to
standardize image quality for improved comparisons against travel documents, reduce
the probability of false rejections, and combat fraud.
STRATEGY 2: Expand remote processing opportunities to manage staff and other

resources more effectively without compromising security.
Identified Actions
a Explore the expansion of online functions and services

that allow processes, as appropriate, that previously were
only available in person or by mail (e.g., when issuing
or renewing travel documents such as U.S. passports).
● State has recently begun testing its process to allow

U.S. passport holders to renew passports online if they
meet certain conditions. This process allows quali-
fying individuals to initiate and pay for their passport
renewal online, upload a photograph, and receive
automatic notifications regarding status, enhancing
customer service and ease of travel for U.S. citizens.
b Modernize the passport acceptance process.
● While State is piloting online renewals, more should be done to minimize paper-based
passport applications. For most applicants, in-person interactions will still need to
occur, but an accompanying digital application process will eliminate delays in shipping
applications, reduce application throughput times, allow increased ability for credit
card payments, and reduce delays from miscalculation of passport fees.
● Continue to pilot remote interviews for NEXUS renewals. The NEXUS program allows
expedited processing for pre-screened travelers entering the United States and Canada.
Program members use dedicated processing lanes at designated northern border ports
of entry, NEXUS kiosks when entering Canada by air, and Global Entry kiosks when
entering the United States via Canadian Preclearance airports.
● Increase online services for I-94s. The CBP One application allows travelers to apply
and pay for provisional I-94s as well as access electronic I-94 forms, identify authorized
length of stay, and provide CBP with the last five years of travel by the applicant.
c Harness efficiencies at TSA checkpoints.
● TSA is testing concepts for a remote screening system that would allow passengers
and their property to be physically screened away from the checkpoint. This screening
system would promote faster, more focused reviews of security images. Additionally,
improvements to screening technology algorithms could mean greater efficiencies
throughout the checkpoint process. These efforts collectively would decrease bottlenecks
and crowding and enhance the passenger experience.
d Explore various Advance Passenger Information program options at land borders to

enable travelers to provide advance notification of their intended travel. Advanced
notification would enable advance screening and vetting and reduce the time travelers
would need to be screened on arrival.
● Continue to leverage the capabilities of the CBP One application for predictable
processing. New technologies such as the CBP One application increase the potential
for travelers to provide advance notification of their travel, enabling advance screening
and vetting.
e Support advance screening protocols.
● Individual airports are developing and piloting protocols and implementing technology
for advance screening appointments for certain travelers, allowing them to develop
a far more predictable, convenient, and less stressful travel experience. DHS and TSA
will continue to support these industry initiatives and participate in the development
of best practices for these protocols.
f Expand the ability within State, in collaboration with DHS, to process and approve securely
and remotely certain nonimmigrant visa applications that do not require interviews,
both domestically and overseas.
● For example, State currently assists personnel in Mexico with remote processing of
Border Crossing Card renewals and in Central America and the Northern Triangle with
visa applications for temporary agricultural workers. This capability can be used at
additional posts around the world as needed.
STRATEGY 3: Strengthen partnerships to assist in travel facilitation, including with

international and private sector partners.
Identified Actions
a Engage with state and local government, private sector, nonprofit, and academic and
research institute stakeholders to share lessons learned from the COVID-19 pandemic,
develop ideas, and provide capacity for testing them.
b Develop and accelerate regional and border initiatives to increase information sharing.
c Increase efforts to develop cross-border interoperability and alignment to allow travelers

to visit between bordering nations more seamlessly. The United States will continue
to partner with Canada to implement President Biden’s and Prime Minister Trudeau’s
February 2021 Roadmap for a Renewed U.S.-Canada Partnership, which built upon the
successful 2012 Beyond the Border initiative.
d U.S. officials should continue to engage with foreign partners on lessons learned and
best practices relating to foreign travel resulting from the response to the pandemic.
e Continue and expand data-sharing agreements between countries to enable more

automated security processes and reduce traveler delays.
● Within appropriate legal frameworks and guidelines, secure passenger data-sharing

agreements between countries, which can greatly enhance security and the traveler
experience by reducing the need for redundant security checks between trusted
partners and allowing for more flexible passenger processing at lower risk.
● Enhance current programs to expand data sharing with

other countries, such as the new border security information
sharing requirement for the Visa Waiver Program (VWP).
● Further study internally (and as necessary with Congress)

TSA’s One Stop security pilot program to determine whether
remaining policy and operational challenges could be
overcome. Such a change would allow international
travelers arriving in the United States from certain
countries to continue to other U.S. destinations from select
international airports without TSA rescreening, thereby
streamlining transfers.
f Develop strategies for incorporating health data as part of travel screening.
● Just as with identity documentation, proof of vaccination and other health-related

documentation will likely become digital, as that format provides additional security
and allows for faster processing. It is important that any digital health documentation
systems are interoperable, mutually recognized, and for equity reasons, do not
preclude continued acceptance of non-digital documentation such as CDC’s white
card for COVID-19 vaccinations.
● To ensure U.S. preparedness in the event of future health crises, the Department of
Health and Human Services should partner with State and DHS to develop a report
on how the federal government’s response to the COVID-19 pandemic affected
international travel.
g Provide quick and easy information to travelers.
● The rapid increase of information delivered via mobile applications has greatly
increased the expectations of customers for a variety of digital products. The federal
government should be open to exploring public-private partnerships that could pull
together multiple travel-related information sources to enhance the passenger travel
experience.
III. Ensuring Diverse, Inclusive, and
Accessible Tourism Experiences
Goal: Extend the benefits of travel and tourism by supporting the development
of diverse tourism products, focusing on underserved communities and populations. Address
the financial and workplace needs of travel and tourism businesses, supporting destination
communities as they expand their tourism economies. Deliver world-class experiences and
customer service on federal lands and waters that showcase U.S. assets while protecting
them for future generations.
T
he United States offers a full, diverse, and wide-ranging visitor experience through
a wealth of destinations and attractions operated by federal, state, local, and tribal
governments, as well as the private sector. This robust portfolio includes treasured
federal waters and lands, such as national heritage areas and national trails established to
protect unique natural, cultural, and historical resources that communities can leverage as
visitor experiences.
Certain destinations attract more visitors than others, with a variety of factors – from
accessibility to popularity – contributing to the disparity. Protecting, restoring, and developing
a broader array of tourism assets, both recreational and cultural, will lead visitors to an
expanded range of locales and experiences and relieve crowding and resource impacts
at the most visited sites. This approach can also further support communities adjacent to
those destinations by increasing growth and diversification in tourism-based economies and
ensuring that those benefits are shared more broadly and equitably.
III. ENSURING DIVERSE, INCLUSIVE, AND ACCESSIBLE TOURISM EXPERIENCES
The Strategy leverages the broad global interest in American culture, which stems from a
variety of sources: well-established diaspora communities, which generate significant tourism
from visiting friends and family; growing interest in historical and cultural tourism focused on
local foodways and musical traditions; and increased global awareness of the United States’
diverse ethnic traditions and experiences. U.S. attractions should incorporate community
perspectives to tell a collaborative story about the United States that will resonate with
a wider, more diverse audience and eliminate barriers (both real and perceived) in public
materials and interpretation.
As previously discussed, the pandemic

increased demand for outdoor recreation
and nature-based tourism in the United
States, including on many federal lands
and waters. Along with increasing
business revenue and job growth in
gateway communities, increased visitation
raised challenges relating to resource
conservation, public safety, community
livability, economic equity, and the quality
of the visitor experience. Federal agencies
are encouraged to work with community
partners to implement a destination
management model that prioritizes
stewardship, integrates resident sentiment,
champions sustainability, and ensures
equitable and resilient growth.
Federal agencies should serve as a critical resource and partner to local communities in their
efforts to boost their travel and tourism economies. Some local communities already have
well-developed tourism economies but need assistance balancing tourism opportunities
with the need for affordable housing, living-wage jobs, and resource preservation. Other
communities have experienced economic decline and seek help exploring tourism and outdoor
recreation as tools to diversify and expand their economies.
Supporting local communities’ planning and preparation for the future will help balance
their needs and they will benefit from the growing interest in tourism. Involving underserved
populations in local planning is essential to advancing equity and environmental justice,
consistent with President Biden’s Executive Order on Advancing Racial Equity and Support
for Underserved Communities through the Federal Government (EO 13985). Also, as more
communities embrace sustainable tourism, the federal government can help them connect
those principles with broader community development goals. Together, federal, state,
local, and tribal governments can collaborate with the private sector to address visitor use
management in sensitive areas and support tourism strategies that divert visitors from
overutilized areas and attract new visitors to local points of interest.
Development of an available, qualified travel and tourism workforce is essential to the growth
of the travel and tourism sector and will remain a priority in the years ahead. In December
2021, the U.S. Travel and Tourism Advisory Board (TTAB) advised the Secretary of Commerce
that the pandemic had worsened long-standing barriers to workforce participation in travel
and tourism and had created new hurdles to workplace satisfaction and safety. To support the
ongoing demand for workers, the TTAB recommended that federal agencies direct funding to
support access to family care, reliable worker transportation, housing for transient workers,
and career pathway programs for people of color and women. The Strategy will continue to
support the travel and tourism sector by promoting high-quality jobs and career pathways
for workers in underserved communities.
STRATEGY 1: Assist communities in providing accessible travel and tourism experiences

that allow travelers to immerse themselves in the culture of the communities.
Identified Actions
a Consistent with applicable law, ensure federal grant funds and planning resources are
readily available, widely communicated and made available across the travel and tourism
sector, especially for small-scale tourism providers.
b Meaningfully engage culturally diverse communities in travel and tourism initiatives.
c Provide technical assistance to ensure communities are fully aware of the unintended
consequences of over-tourism and have the capacity to compete for and manage the
resources necessary to foster a travel and tourism economy that promotes equity and
environmental justice.
d Support research to identify untold stories and omitted perspectives at tourism destinations.
e Advocate for additional resources for federal agencies to translate and create public
materials (e.g., websites, signage, visitor center exhibits, outreach and marketing products,
mobile applications, and safety information) in multiple languages and Braille.
f Collaborate with communities and resource management agencies to reduce physical

and social barriers to access, and ensure sites are safe and welcoming for diverse visitors.
g Consistent with applicable law and guidelines, improve digital accessibility on federal
websites, in federal publications, and on federal digital platforms, as well as physical
accessibility through investments in infrastructure, interpretation, and visitor services.
National Park Service Supports Community-Based

Tourism Development
The National Park Service (NPS) and its community-based tourism programs play an important role in the U.S.
tourism economy. Besides national parks, sites such as heritage areas, historic and natural landmarks and networks,
trails, and wild and scenic rivers support conservation, recreation, and heritage preservation. As such, communities
can leverage these special sites and receive assistance through NPS programs, such as the Historic Preservation
Fund and other community assistance programs that can be used for sustainable tourism development.
STRATEGY 2: Identify and address infrastructure and environmental challenges from

increased visitation associated with specific land and water destinations and adjacent
communities, with an emphasis on opportunities for increasing visitor diversity.
Identified Actions
a Conduct data analysis to identify areas exceeding capacity and areas where visitation
can be encouraged.
b Consult community stakeholders and partners to plan for the most desired improvements,
identify cross-management or sustainability needs, and advocate for funding that supports
capacity-building efforts.
c Encourage the public and private sector to prioritize investments in infrastructure projects
to mitigate environmental challenges.
d Coordinate and collaborate on federal, state, local, and tribal planning efforts to advance
infrastructure solutions, such as worker housing, water and sewer upgrades, clean
transportation technologies, and broadband.
STRATEGY 3: Balance increasing demand for high quality experiences with local
community needs and environmental constraints and highlight alternatives to
vulnerable destinations.
Identified Actions
a Invest in tribal communities through continued implementation of the NATIVE

(Native American Tourism and Improving Visitor Experience) Act.
b Coordinate with recreation partners to highlight lesser visited locations.
c Assist communities in creating tourism experiences in less-traveled areas by collaborating

with organizations, such as the Outdoor Recreation Roundtable.
d Promote sustainable tourism in coordination with regional, state, local, and tribal tourism
and outdoor recreation offices.
e Implement appropriate visitor use management methodologies to identify desired

conditions for resources and the visitor experience and develop appropriate management
actions to achieve them.
NATIVE Act Provides Funding for

Heritage Tourism in Hawai’i
The Office of Native Hawaiian Relations’ Heritage (Tourism)

Opportunities in Hawai’i (HOˉ ’IHI) Program supports Native
Hawaiian organizations with grant funding through the
NATIVE (Native American Tourism and Improving Visitor
Experience) Act to develop visitor engagement programs
that embrace the cultural value of hoˉ ’ihi (respect). With
program support, visitors will be engaged as guests, learn
Hawaiian history and culture, experience firsthand traditional
cultural practices, and undertake related activities that convey
respect and reaffirm the principle of reciprocation to the place,
resources, and traditional knowledge holders.
NOAA’s National Marine Sanctuaries Showcases

Diversity, Richness, and Value of Nation’s Waters
Throughout the National Marine Sanctuary System, National Oceanic and Atmospheric
Administration’s (NOAA) Office of National Marine Sanctuaries encourages sustainable
tourism opportunities and authentic visitor experiences, in coordination with
communities, through a destination stewardship approach. Ranging from the coral
reefs of American Samoa to the historical shipwrecks of Thunder Bay, to the mangrove
islands of the Florida Keys, the nationwide network of 15 national marine sanctuaries
showcases the diversity, natural richness, and cultural value of our nation’s waters.
Moreover, NOAA is invested in the prosperity of communities adjacent to sanctuaries
and works in partnership with them to support diverse, healthy, and sustainable
economies. By leveraging the recreation, aesthetic, and other qualities of national
marine sanctuaries that draw visitors from across the globe, NOAA builds strong
local economies and highly engaged communities, while establishing a model for
sustainable tourism to bolster conservation and stewardship.
STRATEGY 4: Cultivate and amplify an ethos of conservation, stewardship, and

resilience with travel and tourism stakeholders, including visitors, affected industries,
marketing agencies, and the destination community, that ensures the meaningful
involvement and equitable treatment of underserved populations.
Identified Actions
a Collaborate with the Recreate Responsibly and Together Outdoors coalitions to develop
educational and outreach materials, incorporating Leave No Trace and Tread Lightly!
principles to share with the public and industry.
b Work closely with state, local, and tribal governments to understand their relationships
to local natural resources, including those that are managed or at risk if not managed.
c Promote equity, environmental justice, inclusion, and resilience principles in projects that
seek federal assistance for travel and tourism.
d Offer technical assistance to destination communities to support sustainable tourism

planning in coordination with destination managers, prioritizing equity, environmental
justice, inclusion, and resiliency principles.
e Incorporate responsible travel messaging at federal sites.
f Develop templates for sustainable travel pledges (similar to those of the United Nations
Educational, Scientific and Cultural Organization and the World Monuments Fund) that
communities can tailor to their destinations.
STRATEGY 5: Increase access to technology for visitor management and interpretive

services.
Identified Actions
a Support broadband expansion, digital inclusion, and internet assistance programs that
support U.S. travel and tourism economies.
b Boost access to publicly available data to enable communities to determine which locations
near them are most visited and from where visitors to those locations are coming.
c Consistent with applicable law, collaborate with the private sector to develop and promote
mobile applications that show current visitation at federal sites.
d Improve access to digital interpretive services and encourage federal agencies to reach
visitors through a variety of means, including social media, mobile applications, virtual
field trips, web cameras, and 360-degree video.
STRATEGY 6: Identify and address barriers and opportunities for state, local, and tribal
governments to access funding and technical assistance to sustainably plan, build,
market, and manage tourism economies that promote equity and environmental
justice.
Identified Actions
a Compile information on federal funding, training, and technical assistance for tourism
planning (including outdoor recreation) and conduct periodic interagency meetings to
share information about existing grant and technical assistance programs that support
travel and tourism.
b Promote federal assistance for the development and marketing of local tourism that
advances economic opportunities for diverse U.S. businesses, workers, and places, including
programs from the U.S. Small Business Administration (SBA), U.S. International Trade
Administration, U.S. Environmental Protection Agency, and the Bureau of Indian Affairs,
among others.
c Work with state, local, and tribal governments, higher education institutions, including
minority-serving institutions (MSIs), and nonprofit entities to provide information on
and links to grants and technical assistance.
Program Helps Small Towns Boost Their Tourism and

Recreation Economies
The Recreation Economy for Rural Communities (RERC) planning assistance program helps rural communities
and small towns leverage the power of the growing outdoor recreation economy. The RERC program has
helped communities across the country build their tourism and recreation economies while also conserving
natural resources, ensuring that all members of the community can benefit from and access outdoor recreation,
and directing reinvestment in main streets to improve human health and the environment. The program
serves as a model for how federal government can support local communities to develop and implement
plans to build and manage their tourism economies, leading to positive change in rural communities and
small towns across the country. The RERC program is a federal interagency partnership jointly funded and
supported by EPA, the USDA Forest Service, and the Northern Border Regional Commission.
d Encourage interagency collaboration by awarding points in competition or otherwise

prioritizing grant funding to applicants who can demonstrate cooperation with multiple
federal land and water managers.
e Conduct training and share best practices across federal agencies that routinely work
with communities on travel and tourism.
f Recruit AmeriCorps, Conservation Corps, and returned Peace Corps volunteers to support
the development and promotion of tourism in underserved communities.
g Support inclusion of small-scale providers, indigenous tourism operators, sustainable or

regenerative tourism operators, and other non-traditional travel and tourism providers
on relevant federal advisory boards and committees.
STRATEGY 7: Attract and retain a diverse workforce, including in customer service

positions on federal lands and waters. Support diversity in business development
and entrepreneurship opportunities created by demand for outdoor recreation
and tourism.
Identified Actions
a Provide interagency support and increased access to capital for local entrepreneurs and
small businesses, particularly among diverse and underserved populations.
b Consistent with applicable law, support and fund local workforce development and
entrepreneurship ventures that create and sustain well-paying, quality jobs and boost
skills among residents to fill workforce gaps.
c Place higher emphasis on recruitment for federal natural resource positions from a variety
of higher education institutions, including Asian American and Native American Pacific
Islander-serving institutions; Alaska Native and Native Hawaiian-serving institutions;
historically Black colleges and universities; Hispanic-serving institutions; Native American-
serving non-tribal institutions; predominantly Black institutions; tribal colleges and
universities; and MSI community colleges.
d Support federal agency hiring programs, internship and

volunteer programs, employee health and wellness programs,
investments in employee housing, and training programs that
help recruit and retain a diverse workforce, with an emphasis
on land management and other agencies interacting with state,
local, and tribal governments in support of their tourism efforts.
e Increase awareness and understanding of registered

apprenticeship programs for organizations seeking to build a
workforce pipeline.
f Connect organizations interested in developing registered

apprenticeship programs with intermediaries and provide
technical assistance to organizations interested in registered
apprenticeship programs.
g Connect travel and tourism organizations with workforce

programs in their communities, such as state and local workforce
boards and community colleges. Partner with American Job
Centers and Job Corps Centers to recruit a diverse workforce.
IV. Fostering Resilient and
Sustainable Travel and Tourism
Goal: Reduce travel and tourism’s contributions to climate change and build a travel and
tourism sector that is resilient to natural disasters, public health threats, and the impacts
of climate change. Build a sustainable sector that integrates protecting natural resources,
supporting the tourism economy, and ensuring equitable development.
C
ombating climate change and making the United States more resilient to its effects
are key priorities of the Biden-Harris Administration. President Biden’s Executive Order
on Tackling the Climate Crisis at Home and Abroad (EO 14008) puts the climate crisis
at the center of U.S. foreign policy and national security. Using a whole-of-government
approach, EO 14008 seeks to reduce greenhouse gas emissions in every sector of the economy;
increase resilience to the impacts of climate change; protect public health; conserve federal
lands, waters, and biodiversity; deliver environmental justice; and create well-paying jobs
and economic growth, especially through innovation, commercialization, and deployment
of clean energy technologies and infrastructure.
Travel and tourism is a key part of this agenda, from leisure and hospitality, to transportation,
natural resources and wildlife, and infrastructure. As the industry recovers from the pandemic,
the Strategy will seize a unique opportunity to rebuild a travel and tourism sector that is
more resilient, sustainable, and equitable.
IV. FOSTERING RESILIENT AND SUSTAINABLE TRAVEL AND TOURISM
Climate change is already having a significant impact on tourism destinations, infrastructure,

and recreation opportunities. According to the U.S. Department of Commerce’s National
Oceanic and Atmospheric Administration (NOAA), the frequency and intensity of weather
events such as extreme heat, wildfires, droughts, flash floods, and storms are growing, costing
hundreds of billions of dollars annually and threatening tourism economies across the United
States. Climate change presents a growing risk to U.S. coastlines, which are vital to travel and
tourism. Approximately 40 percent of the population – 127 million people – live in coastal
counties, and travel and tourism significantly contributes to the marine economy along
U.S. coasts.8 Rising sea levels and extreme
weather events, such as hurricanes, floods,
and storm surges, threaten coastal assets
and infrastructure, including roads, bridges,
tunnels and railways. Climate change is also
affecting seasonality. Longer summers and
shorter winters have implications for outdoor
recreation, public health (including from
disease vectors and heat exposure), wildfire
risk, biodiversity, and wildlife.
The federal government has an important

role to play in supporting communities
as they plan for and recover from natural
disasters, climate events, and health crises. Federal Lands and Waters – and
Federal agencies – especially those involved Stewardship – Promoted Through
in the Economic Recovery Support Function
under the Federal Emergency Management
Recreation.gov
Agency – work closely with the travel and
tourism sector while supporting communities The Federal lands and waters agencies work with
with disaster response and recovery. Continued Recreation.gov to provide services and amenities for
collaboration will include sharing strategies all abilities and identities. Recreation.gov showcases
and best practices to help communities limit web content and messaging (such as “Leave No Trace”
their exposure to climate-related disasters and and “Recreate Responsibly”) to positively influence
events, as well as engaging destinations and visitor behavior by encouraging responsible recreation,
adjacent communities around recovery efforts equitable experiences, and a stewardship ethic.
and resiliency planning.
The Strategy seeks to strengthen federal capacity to support communities during and after
a crisis. During the pandemic, Congress appropriated billions of dollars for direct economic
assistance programs, such as funding from the CARES (Coronavirus Aid, Relief, and Economic
Security) Act and the American Rescue Plan Act, which have been a lifeline for businesses,
8
NOAA, “Our Dynamic Marine Economy” Chart, 2019, available at https://www.noaa.gov/stories/story-map-our-
dynamic-marine-economy.
but many of the programs did not do enough to reach underserved populations. The federal
government has already begun to identify and address challenges to ensuring programs are
implemented broadly and equitably, including through EO 13985, which provides for every
federal agency to conduct an equity assessment.
Climate change and natural disasters disproportionately impact underserved communities,

further exacerbating wealth and social inequality. Efforts to reach more underserved
communities could include public and private sector programs to improve financial literacy
and create better understanding about how to improve access to loans and lines of credit.
These efforts include applying the lessons learned and best practices from the SBA’s Community
Navigator’s Program, through which SBA is engaging with state and local governments,
SBA resource partners, and other organizations in targeted outreach for small businesses in
underserved communities. This work includes financial assistance, contracting and procurement,
marketing, operations, business development, exporting and industry-specific training. Future
programs should also seek to address risks of unemployment and job insecurity, especially
for lower-paid workers in the travel and tourism sector.
Additionally, federal agencies should build on existing engagement with communities to help
them further incorporate resiliency planning into overall sustainable tourism development.
This resiliency planning could include economic or product diversification, especially for
those communities dependent on a primary tourism source, such as cruise ships, or a single
season, such as winter in skiing locales.
A successful, sustainable travel and tourism industry depends on the health of U.S. natural
and cultural resources, communities, and the U.S. economy. Integrating sustainable practices
that promote environmental conservation and stewardship and support of local and
heritage communities is necessary to ensure long-term economic benefits that are resilient
to shocks. Additionally, more vigorous conservation and restoration of natural ecosystems
through a sustainable tourism policy could ensure these resources remain available for
future generations.
If sustainably managed, travel and tourism can create revenue and incentives for conserving
and preserving biodiversity and can serve as a reliable source of jobs and income for local
communities. For example, local economies receive billions of dollars from visitors to coral
reefs through diving tours, recreational fishing trips, hotels, restaurants, and other businesses
based near coral reef ecosystems. In Southeast Florida alone, NOAA estimates that coral
reef-related diving and snorkeling generate about $902 million and recreational fishing
generates $384 million in total economic output annually.9 Nature-based tourism also generates
positive social impacts by creating incentives to protect and preserve natural resources and
educating the public on the importance of sustainability.
Additionally, there is significant overlap in strategies for disaster mitigation, conservation, and
sustainable tourism. Implementation of nature-based solutions acts as a first line of defense
against sea level rise, extreme weather events, and storm surges. Restoring and protecting
wetlands can improve water quality and reduce flooding, and waterfront parks can also
absorb storm and flooding impacts and improve water quality. Nature-based solutions to
mitigate and adapt to climate change can also provide opportunities for tourism development.
For example, coastal habitats, such as coral reefs and mangroves, provide protection for
hundreds of millions of people, preserve biodiversity, act as carbon sinks, and provide nursery
areas for fisheries, all of which increases the food supply and creates jobs. Understanding
the relationship among tourism, conservation, and climate change provides a roadmap for
a more resilient tourism economy that supports natural resources and local communities.
A necessary step in creating long-term tourism sustainability is reducing its negative

environmental impacts and contributions to climate change. The aviation, car transport,
cruise, and accommodations sectors all contribute to carbon emissions, along with truck and
rail transportation of food and materials on which the travel and tourism sector depends.
The United States has committed to the goal of reducing net greenhouse gas emissions to
50-52 percent below 2005 levels by 2030.10 For the travel and tourism industry to contribute
to this goal, it is imperative to measure and report baseline emissions levels, establish
emissions reduction or net-zero targets, and develop effective strategies to meet those targets
throughout the travel and tourism supply chain. Sourcing alternative energy and adopting
sustainable practices and programs, including supporting and promoting green technology,
can accelerate the sector’s transition to environmental sustainability.
9
“Economic Impact Analysis of Recreational Fishing, SCUBA Diving, and Snorkeling on Florida’s Coral Reefs,”
available at https://www.coris.noaa.gov/activities/florida_economics/welcome.html.
10
The White House, “The Long-Term Strategy of the United States: Pathways to Net-Zero Greenhouse Gas Emissions
by 2050,” November 2021, available at https://www.whitehouse.gov/wp-content/uploads/2021/10/US-Long-
Term-Strategy.pdf, and U.S. Department of State, “The United States’ Nationally Determined Contribution:
Reducing Greenhouse Gases in the United States: A 2030 Emissions Target,” Washington, DC, 2021, available
at https://www.whitehouse.gov/briefing-room/statements-releases/2021/04/22/fact-sheet-president-biden-sets-
2030-greenhouse-gas-pollution-reduction-target-aimed-at-creating-good-paying-union-jobs-and-securing-u-s-
leadership-on-clean-energy-technologies/.
A sustainable travel and tourism economy also requires travel and tourism businesses and
destinations to reduce waste and pollution and prevent degradation of land, water, and
natural resources during development and business operations. Sustainable tourism cannot
exist without sustainable communities. Increasing the use and implementation of sustainable
and resilient infrastructure and investing in clean energy and energy efficiency, clean transit,
and pollution reduction create communities that are not only resilient to shocks but attractive
tourism destinations. Transit-oriented development and infrastructure like high-speed rail
also create more connected, accessible, and healthier communities.
In addition to the use of national data and emissions targets, an integral part of creating a
sustainable travel and tourism sector is the availability to communities of timely, localized
data. The COVID-19 pandemic increased demands for such data, as policies were being
developed to quickly respond to employment and other economic impacts in the travel and
tourism sector. More can be done to provide climate data to travel and tourism communities,
including their exposure to climate-related risks and disasters and timely data ahead of extreme
weather events. The federal government also needs data at the state, local, and tribal levels
on travel and tourism (e.g., on economic output, composition of demand, contribution to
gross domestic product, and employment), which the federal government produces only at
a national level and only on an annual basis. Federal agencies should continue to innovate
how they collect economic information, including decreasing reliance on paper surveys.
Federal agencies could also look at using other data sources as a proxy for survey data.
STRATEGY 1: Ensure members of underserved communities in the travel and tourism

sector are aware of and can easily access federal assistance before, during, and
immediately following disasters and health crises. Develop greater institutional
capacity in federal agencies to provide funding and grant assistance in connection
with disasters and health crises, including preparedness, mitigation, recovery,
and resilience.
Identified Actions
a Provide a mechanism for ongoing communication between federal agencies and tourism
destinations about their needs following a disaster.
b Leverage community-focused programs to improve access for underserved populations

to government resources in the travel and tourism sector.
c Improve communication with the private sector as part of the federal assistance process.
d Align capacity-building, environmental, conservation, and climate resilience priorities.
STRATEGY 2: Support communities in resiliency planning, including diversification

by industry and sector.
Identified Actions
a Leverage funding for agency planning in alignment with federal, state, local, and tribal
priorities and broader sustainability efforts.
b Incorporate resiliency planning into programs across the federal government, as applicable.
c Work with the private sector and state, local and tribal governments to share best practices
with small businesses and communities on reducing their exposure to climate-related
risks and incorporating sustainable tourism practices.
d Incorporate climate change resilience and adaptation strategies into infrastructure

investment and management and visitor use management on federal lands and waters.
e Collaborate with destination management organizations and the private sector on

regional tourism planning and diversification to increase the ability of the travel and
tourism industry to adapt to changing demand for services.
f Provide NOAA data and tools to communities to inform and build resilience to extreme
events and climate-related hazards, including through nature-based solutions.
STRATEGY 3: Reduce the travel and tourism sector’s carbon emissions.
Identified Actions
a Support and encourage baseline and ongoing measurement of emissions and the setting
of science-based emissions reduction or net-zero targets throughout the travel and
tourism sector.
b Implement measures to reduce travel and tourism emissions consistent with the United
States’ Nationally Determined Contribution to reduce net greenhouse gas emissions by
50-52 percent by 2030.
c Invest in electrical equipment and infrastructure, including electric vehicles, public transit,
bike paths, and walkways, including at visitor centers, and in renewable electricity
generation to serve these uses.
d Support the use of sustainable fuels for transportation, including aviation, cruise ships,
buses, other modes of public transportation, and taxis and ride-share services.
e Support the integration of climate impacts into financial markets, including enhanced
climate risk disclosure for tourism businesses and projects.
STRATEGY 4: Support nature-based solutions for climate mitigation and adaptation.
Identified Actions
a Continue collaboration with state, local, and tribal governments to invest in nature-based
solutions and green and blue infrastructure as a first line of defense against extreme
weather events and natural disasters.
b Invest in projects to protect, conserve, and restore existing ecosystems such as coral reefs,
kelp forests, seagrass meadows, mangroves, coastlines, and forests.
c Provide information and resources on nature-based solutions for communities to

incorporate into their tourism planning and strategies.
STRATEGY 5: Support and protect the nation’s natural assets to ensure travel and
tourism resources for the future.
Identified Actions
a Implement and support initiatives and legislation, such as the Conserving and Restoring
America the Beautiful Report and the Bipartisan Infrastructure Law, that prioritize
increasing access to outdoor recreation opportunities and expanding collaborative
conservation of fish and wildlife populations, habitats, and corridors.
b Support locally led and designed conservation efforts and visitor use management
strategies and encourage incorporating conservation into community tourism planning.
c Pursue a collaborative and inclusive approach to conservation and disaster recovery that
includes state, local, and tribal governments, conservation organizations, fishing and
hunting organizations, and the private sector.
d Identify links between tourism and existing conservation tools, such as grant programs
for local parks and coastal restoration projects, preservation of natural infrastructure, and
management strategies for marine fisheries, coral reef conservation programs, mangrove
protection and restoration programs, and national marine sanctuaries.
e Consistent with applicable law, work with the private sector and Brand USA, as well
as state, local, and tribal governments, to promote the development of programs and
experiences that engage visitors in activities that support conservation and stewardship.
f Support implementation of laws that promote outdoor recreation on federal lands and
waters to provide needed maintenance and improved resilience for critical facilities and
infrastructure in national marine sanctuaries, national parks, national forests, national
wildlife refuges, and other public lands and waters.
g Identify and address gaps that impede equitable visitor experiences on federal lands
and waters.
STRATEGY 6: Build a sustainable tourism ecosystem in the United States and position
the United States as a sustainable destination in the international travel and
tourism market.
Identified Actions
a Provide grants and funding for sustainable tourism

businesses, especially for small businesses in the
travel and tourism sector, in alignment with
federal conservation priorities. Examples of current
programs that help communities improve their
development practices are the U.S. Department of
Transportation’s (DOT) 2021 Climate Action Plan
to incorporate resiliency uniformly across DOT
programs, and the U.S. Environmental Protection
Agency’s Smart Growth Program in the Office of
Community Revitalization.
NOAA Programs Support
b Prioritize the use of green and blue and climate- Climate Resiliency Through
resilient infrastructure.
Data and Technical Assistance
c Collaborate with destination management
organizations, state, local, and tribal governments,
and the private sector, including the outdoor NOAA’s Climate Resilience Toolkit (Climate.gov)
recreation industry, to share information on and provides tools to counties and communities that
help municipal planners, resource and facility
best practices for economic opportunities related
managers, utilities, and businesses find and
to resilient and sustainable tourism.
use scientific data and information to build
d Identify opportunities for ecotourism to support their resilience to extreme events and climate-
existing conservation and restoration efforts. related hazards. NOAA also provides investments
in nature-based solutions, which include the
e Support the creation and use of common stan- conservation of islands, dunes, marshes, and coral
dards of sustainability for tourism businesses reefs. Coastal nature-based solutions can reduce
and a system of standardized labeling to identify flood risk and mitigate impacts from sea-level
sustainable and green and blue operators. rise or other climate change induced conditions.
Through the data, tools, and services provided
f Collaborate with local, state, and tribal govern- by NOAA, tourism-based economies can employ
ments and the private sector to create more nature-based solutions to not only increase their
parks, green and blue spaces, and safe outdoor resilience to climate change but also provide
opportunities in nature-deprived communities expanded recreational and visitor experiences
for travelers in healthy coastal ecosystems.
and urban areas.
STRATEGY 7: Pursue innovations to provide timely data on climate-related events,

natural disasters, and other crises.
Identified Actions
a Communicate data on climate-related events and risks to travel and tourism communities
in a way that is more easily understood, relevant, and actionable.
b Encourage linkages among data-producing programs to avoid data silos and facilitate a
more holistic approach to data-based resiliency.
c Increase access to regional and localized data related to climate change and natural
disasters.
d Increase the data available in connection with natural disasters and health events.
e Collaborate with the private sector to enhance metrics for evaluating travel and tourism’s
environmental impact.
f Produce national travel and tourism statistics more frequently and provide additional
travel and tourism data at the state level.
Conclusion
T
he allure of traveling to and within the United States is unmatched and universal.
A global desire to visit, explore, learn, taste, and understand all the diverse components
that comprise our nation keeps visitors coming back time and again. When visitors
return home from the United States, the stories they share about our nation and its gifts and
values are worth more than any messaging campaign could be. This unrivaled enthusiasm is
an immense asset to our nation, one that makes travel and tourism essential to U.S. public
diplomacy and foreign policy, and it underscores the importance of growing the sector and
ensuring that visitors have positive experiences.
Together with the private sector and other partners, the federal government will support
the U.S. travel and tourism industry in reasserting its global competitiveness and rebuilding
a more equitable, resilient, and sustainable sector. Building on Secretary of Commerce Gina
M. Raimondo’s leadership, the Tourism Policy Council will coordinate implementation of the
Strategy across the U.S. government, delivering results for American businesses, workers,
and communities.
By executing the Strategy, the federal government can support the resurgence of travel
and tourism in the United States and meet the ambitious goal of attracting 90 million
visitors, who will spend $279 billion annually by 2027. Further, the federal government will
drive growth, create jobs, and support economic opportunity in communities across the
United States while celebrating and protecting the natural and cultural treasures that make
the United States unique.
Appendix:
Summary of Goals and Strategies
GOALS AND STRATEGIES OF THE NATIONAL TRAVEL AND TOURISM STRATEGY
Attract and welcome 90 million international arrivals with $279 billion in spending annually by 2027.
Goal: Leverage existing programs and assets to promote the United States to international
visitors and broaden marketing efforts to encourage visitation to underserved communities.
Strategy 1: Streamline the communication of U.S. travel policy.
Strategy 2: Promote ethnic and geographic diversity of destinations.
Strategy 3: Promote responsible and sustainable tourism.
Strategy 4: Leverage large-scale international events to increase visitation.
Goal: Reduce barriers to trade in travel services and make it safer and more efficient for visitors to
enter and travel within the United States.
Strategy 1: Position the United States as a leader in verifying traveler identities.
Strategy 2: Expand remote processing opportunities.
Strategy 3: Strengthen partnerships for traveler facilitation.
APPENDIX: SUMMARY OF GOALS AND STRATEGIES
III. Ensuring Diverse, Inclusive, and Accessible Tourism Experiences
Goal: Extend the benefits of travel and tourism by supporting the development of diverse tourism
products, focusing on underserved communities and populations. Address the financial and workplace
needs of travel and tourism businesses, supporting destination communities as they expand their
tourism economies. Deliver world-class experiences and customer service on federal lands and waters
that showcase U.S. assets while protecting them for future generations.
Strategy 1: Assist communities in providing accessible and authentic travel and tourism experiences.
Strategy 2: Address challenges related to increased visitation at land and water communities.
Strategy 3: Balance demand for high quality experiences with community needs.
Strategy 4: Cultivate and amplify an ethos of conservation, stewardship, and resilience.
Strategy 5: Increase access to technology for visitor management and interpretive services.
Strategy 6: Address community barriers to creating equitable and just tourism economies.
Strategy 7: Attract and retain a diverse workforce.
IV. Fostering Resilient and Sustainable Travel and Tourism
Goal: Reduce travel and tourism’s contributions to climate change and build a travel and tourism sector
that is resilient to natural disasters, public health threats, and the impacts of climate change. Build a
sustainable sector that integrates protecting natural resources, supporting the tourism economy, and
ensuring equitable development.
Strategy 1: Ensure underserved communities can receive disaster assistance and develop greater
institutional capacity.
Strategy 2: Support communities in resiliency planning.
Strategy 3: Reduce travel and tourism’s carbon emissions.
Strategy 4: Support nature-based solutions for climate mitigation and adaptation.
Strategy 5: Protect natural assets to ensure travel and tourism resources for the future.
Strategy 6: Build a sustainable tourism ecosystem in the United States.
Strategy 7: Provide timely data on climate-related events and natural disasters.
Photo Credits
Brand USA images (©VisitTheUSA.com): Cover (2nd row (2nd photo), 3rd row (2nd and 3rd photos));
Pages 1 (top left and right photos), 2, 12 (top left photo), 22, 23, 25, 27 (top photo), 29, 35, and
37 (left and top photos)
Stock images: Cover (1st row (both photos), 2nd row (1st and 3rd photos), 3rd row (1st photo));
Pages 1 (bottom photo), 7, 8, 10, 12 (top right and bottom photos), 13, 15, 17, 18, 19, 21, 26, 27
(left and bottom photos), 28, 32, 36, 37 (bottom photo), and 38
Tourism Policy Council
National Travel and Tourism Office, Secretariat
Industry & Analysis
International Trade Administration
U.S. Department of Commerce
1401 Constitution Ave NW, Suite 10003
Washington, DC 20230
(202) 482-0140
www.trade.gov/national-travel-and-tourism-office

National Travel Tourism Strategy

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National Travel Tourism Strategy

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I. Promoting the United States as a Travel Destination . . . . . . . . . . . 7

II. Facilitating Travel To and Within the United States . . . . . . . . . . . 12

III. Ensuring Diverse, Inclusive, and Accessible Tourism Experiences . . . . 18

IV. Fostering Resilient and Sustainable Travel and Tourism . . . . . . . . . 27

Appendix: Summary of Goals and Strategies . . . . . . . . . . . . . . . . 38

Few industries were hit as hard by the pandemic as

From renowned urban centers to emerging wilderness and recreation hubs,

Whether touring for pleasure, visiting friends

U.S. International Arrivals

Total Travel and Tourism-Related Exports

I. Promoting the United States as a Travel Destination

II. Facilitating Travel To and Within the United States

II. Facilitating Travel To and Within the United States

III. Ensuring Diverse, Inclusive, and Accessible

Goal: Extend theIII.benefits

IV. Fostering Resilient and Sustainable Travel

which have struggled to effectively manage the

The diversity of the United States is also

Other Pacific Islander equities.

STRATEGY 1: Streamline the communication of U.S. travel policy to create a safer,

c Improve U.S. government coordination by developing plans at U.S. embassies and

e Communicate advances and innovations in secure, seamless, and contactless travel to

f Facilitate travel opportunities for people with disabilities.

Small Business Administration

The State Trade Expansion Program (STEP) from the

STRATEGY 3: Promote responsible and sustainable tourism.

b Incorporate responsible travel messaging on federal agencies’ websites.

d Collaborate on international marketing efforts with professional sports leagues to the

STRATEGY 1: Use improvements and new developments in technology to position

● State and DHS should explore technologies to facilitate identity verification of

c Incorporate touchless technology.

● Collaborate with airlines and airports to implement a traveler experience in which a

STRATEGY 2: Expand remote processing opportunities to manage staff and other

a Explore the expansion of online functions and services

● State has recently begun testing its process to allow

b Modernize the passport acceptance process.

c Harness efficiencies at TSA checkpoints.

d Explore various Advance Passenger Information program options at land borders to

e Support advance screening protocols.

STRATEGY 3: Strengthen partnerships to assist in travel facilitation, including with

c Increase efforts to develop cross-border interoperability and alignment to allow travelers

e Continue and expand data-sharing agreements between countries to enable more

● Within appropriate legal frameworks and guidelines, secure passenger data-sharing

● Enhance current programs to expand data sharing with

● Further study internally (and as necessary with Congress)

f Develop strategies for incorporating health data as part of travel screening.

● Just as with identity documentation, proof of vaccination and other health-related

g Provide quick and easy information to travelers.

As previously discussed, the pandemic

STRATEGY 1: Assist communities in providing accessible travel and tourism experiences

b Meaningfully engage culturally diverse communities in travel and tourism initiatives.

f Collaborate with communities and resource management agencies to reduce physical

National Park Service Supports Community-Based

STRATEGY 2: Identify and address infrastructure and environmental challenges from

a Invest in tribal communities through continued implementation of the NATIVE

b Coordinate with recreation partners to highlight lesser visited locations.

c Assist communities in creating tourism experiences in less-traveled areas by collaborating

e Implement appropriate visitor use management methodologies to identify desired

NATIVE Act Provides Funding for

The Office of Native Hawaiian Relations’ Heritage (Tourism)

NOAA’s National Marine Sanctuaries Showcases

STRATEGY 4: Cultivate and amplify an ethos of conservation, stewardship, and